MM394-Global Strategy

Module Provider: International Business and Strategy
Number of credits: 20 [10 ECTS credits]
Terms in which taught: Spring term module
Pre-requisites: MM276 Business Strategy or MM272 International Business Management and Strategy or
Non-modular pre-requisites:
Co-requisites: MM393 Corporate Strategy
Modules excluded:
Module version for: 2016/7

Module Convenor: Dr Christopher Voisey


Summary module description:
This module focuses on global strategy. It extends analysis of multi business firms from module MM393 to focus on the challenges of developing strategies, building organisations, and managing the operations of companies where activities are spread across national borders. Operating in an international, rather than a purely domestic arena, presents managers with many new opportunities to create additional value for their firms. Worldwide operations give access to new markets and resources, enable the firm to develop new knowledge, and broaden the options to enhance competitive and corporate advantage. Seizing these opportunities involves tackling the additional challenges of managing strategy, activities, and resources that are innately more complex, diverse and uncertain. The module focuses on the global strategies of multinational enterprises.
As with its pre-requisite, the module brings together a coherent, research-based set of frameworks, concepts, tools and techniques to tackle global strategy questions formed to take advantage of the multiple opportunities that a more globalized environment brings. the module equips students to formulate and execute successful global strategies by analyzing the challenges managers face when making decisions about location (where?), timing (when?), activity (what?) and implementation (how?) to propel global value creation (why?).
The module builds on core strategy concepts introduced in pre-requisite modules by treating global strategy as an element of corporate strategy. As a result, students should feel more comfortable with the module frameworks and concepts and be able to evaluate how these may be applied to local contexts. The module synthesizes earlier learnings and allows for the evaluation of concepts and tools specifically designed to explicate the links among the dimensions of firm scope.

Effective strategists develop a sense of what they must do in the short run for their firms to be healthy in the long run. This module aims to develop students' abilities to craft and evaluate the overarching strategy of a multinational enterprise to improve the firm's long-run performance.

Assessable learning outcomes:
- Identify the central strategic challenges facing CEOs in charge of multinational enterprises and the ways that these firms create, capture and sustain value
- Equip students to formulate and execute successful global strategies by analyzing the challenges managers face when making decisions about location (where), timing (when), activity (what), and implementation (how) to sustain global value creation (why)
- Analyse generic global strategies and the constraints each creates for the menu of options available to a firm expanding internationally
- Using the concepts of value creation and value capture, analyse the potential of a product to succeed globally, how to split and control value-chain activities across countries, and learn how offshoring and outsourcing may create or destroy value
- Craft a cohesive set of location strategies, over time and geographies, that allow firms to create and capture value
- Examine how timing and mode of entry can help firms to manage risk and mitigate uncertainty, especially on entering less stable emerging markets
- Develop the notion of a global organisation and how firms decide on and implement the distribution of roles and responsibilities between headquarters and foreign subsidiaries
- Explore the challenges of cross-cultural management and of the attributes, skills, and knowledge required to succeed as a front-line manager in a multinational firm
- Hone a capability to bridge financial analysis and strategic analysis, both to diagnose the sources of high or low firm performance and so to enhance students' capacities to interpret performance data
- Refine habits of orderly and analytical thinking and skill in reporting conclusions effectively in oral and written form

Additional outcomes:
- Enhance problem-solving capabilities to formulate and analyse complex problems, to evaluate alternative solutions, and to make business policy recommendations
- Strengthen abilities to learn by combining learning modes, including by individual study from textbooks and cases, and from classroom analyses of cases
- Enhance employ-ability by developing capabilities to analyse companies and to formulate good questions
- Strengthen career progression by providing a broad understanding of the key strategic dilemmas facing a broad range of functions as they relate to strategy at different levels.

Outline content:
At the level of the firm:
1. Deployment strategies for global value creation
2. Development strategies for global value creation
3. Deepening strategies for global value creation
4. Allocating products and activities across locations
5. The influence of a firm's founding location on its competitive advantage
6. Crafting location strategies to foster the development of new capabilities
7. Timing of location choices to enhance competitive advantage
8. Strategies for local firms competing against global giants
9. Building the global organisation
10. Implementation of global strategy and the role of the country general manager

Brief description of teaching and learning methods:
While MM394 makes use of several methods and activities to stimulate learning, relative to its pre-requisite modules MM276 (previously MM272) and MM393 it places heavier emphasis on the case method of learning using high quality cases about real managers, strategic problems and multinational enterprises. Case analysis allows students to experience the challenges of real-life managers, to learn the craft of strategic management and business policy by simulated problem-solving and decision-making. Students are set specific pre-class tasks in the form of guided case preparation assignments. Lecturing will include brief, focused reviews of the most challenging aspects of learning from cases, and to synthesize the theoretical aspects of the module. By the end of the module, students should be able to compare and evaluate the sometimes competing logics and theories presented in the module and to synthesize learnings with those from prerequisite modules.
Teaching materials for MM394 include business cases drawn from high quality academic journals and publishers, such as Harvard Business Publishing, scholarly articles drawn from high quality academic journals, selected from books, and news articles from publications such as The Financial Times and The Economist and video clips.

Contact hours:
  Autumn Spring Summer
Lectures 20 2
Seminars 5
Tutorials 130 42
Project Supervision 155 45
Total hours by term 310.00 89.00
Total hours for module 399.00

Summative Assessment Methods:
Method Percentage
Written exam 60
Written assignment including essay 40

Other information on summative assessment:
Students will complete an end of module final examination, and formative and summative coursework comprising two individual written assignments based on cases analysed in class plus one analysis of a news article of a global strategic decision.

Formative assessment methods:
The two individual written assignments involve answering pre-assigned questions on business cases that are subsequently discussed and analysed in class (15% final module grade allocation for each). For each of these two assignments, a student submits a short paper (maximum six pages or three sheets of paper is using both sides of each sheets, double-spaced lines 12 pt Times New Roman or equivalent font size excluding figures and tables that may be added on additional sheets) that presents their analysis of case questions. Students may submit more than two individual written assignments, in which case only their best two marks will count toward their final grade. A further 10% of the module grade is accounted for by individual students' analysis of a recent news article involving a global strategic decision, such as from periodicals such as The Financial Times and Economist, or from other business sources (no more than six pages in length with the same line spacing and font requirements as case write-ups). The three assignments should be completed by deadlines in the second half of the term.
Feedback on, and evaluation of, these written assignments will generally be given the following week. Feedback to improve student learning is primarily in-class oral feedback in lectures and tutorials, delivered by the Module Convenor. Written formative assessment and feedback to increase students' understanding of the module will primarily be based on slides and on comments written onto whiteboards during lectures and tutorials. These will include lessons learned from case studies in the form of wrap-up slides.

Penalties for late submission:
The Module Convenor will apply the following penalties for work submitted late, in accordance with the University policy.

  • where the piece of work is submitted up to one calendar week after the original deadline (or any formally agreed extension to the deadline): 10% of the total marks available for the piece of work will be deducted from the mark for each working day (or part thereof) following the deadline up to a total of five working days;
  • where the piece of work is submitted more than five working days after the original deadline (or any formally agreed extension to the deadline): a mark of zero will be recorded.

  • The University policy statement on penalties for late submission can be found at:
    You are strongly advised to ensure that coursework is submitted by the relevant deadline. You should note that it is advisable to submit work in an unfinished state rather than to fail to submit any work.

    Length of examination:
    One three-hour unseen written paper. Examinations take place in the summer term.

    Requirements for a pass:
    A weighted average mark of coursework and examination of 40%.

    Reassessment arrangements:
    By written examination only.
    Re-examination for Part 3 modules takes place in August/September of the same year. Coursework is not included in the reassessment.

    Additional Costs (specified where applicable):
    1) Required text books: Students are not required to purchase a textbook for this module
    2) Specialist equipment or materials:
    3) Specialist clothing, footwear or headgear:
    4) Printing and binding:
    5) Computers and devices with a particular specification:
    6) Travel, accommodation and subsistence:

    Last updated: 21 December 2016

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